Harvard Case - Fleet Managed Assets Division (A)
"Fleet Managed Assets Division (A)" Harvard business case study is written by Paul W. Marshall, Todd Thedinga. It deals with the challenges in the field of Finance. The case study is 20 page(s) long and it was first published on : Jan 5, 2004
At Fern Fort University, we recommend that Fleet Managed Assets Division (FMAD) pursue a strategic growth strategy focused on expanding its service offerings and leveraging its existing expertise in asset management, financial analysis, and risk management. This strategy should involve a combination of organic growth through new product development and strategic acquisitions of complementary businesses. By doing so, FMAD can solidify its position as a leading provider of comprehensive asset management solutions, increase its profitability, and enhance shareholder value.
2. Background
This case study focuses on Fleet Managed Assets Division (FMAD), a subsidiary of Fleet Financial Group, a large, diversified financial services company. FMAD specializes in managing a wide range of assets, including real estate, aircraft, and other equipment, for both corporate and individual clients. The case highlights the division's current challenges, including a competitive landscape, limited growth opportunities, and a need to enhance its financial strategy.
The main protagonists are:
- John Murphy: President of FMAD, responsible for the division's overall strategy and performance.
- Steve Green: Senior Vice President of Operations, responsible for managing FMAD's day-to-day operations.
- Mary Smith: Senior Vice President of Finance, responsible for FMAD's financial analysis, budgeting, and reporting.
3. Analysis of the Case Study
To analyze FMAD's situation, we can utilize the Porter Five Forces Framework to understand the competitive landscape and identify potential opportunities:
- Threat of New Entrants: The barrier to entry in the asset management industry is relatively high due to the need for specialized expertise, strong relationships, and significant capital investment. However, new entrants, particularly those leveraging fintech and technology and analytics, could pose a threat.
- Bargaining Power of Buyers: Buyers (clients) have moderate bargaining power, as they can choose from various asset management providers. However, FMAD's reputation and expertise in specific asset classes give it an advantage.
- Bargaining Power of Suppliers: The bargaining power of suppliers is moderate, as FMAD relies on various service providers, including appraisers, brokers, and maintenance companies.
- Threat of Substitute Products: The threat of substitutes is moderate, as alternative asset management solutions exist, including direct ownership and leasing.
- Competitive Rivalry: The asset management industry is highly competitive, with several large and established players. FMAD needs to differentiate itself by providing specialized services and leveraging its expertise.
Furthermore, FMAD's financial analysis reveals several key issues:
- Limited Growth Opportunities: FMAD's current business model is focused on managing existing assets, limiting its growth potential.
- Competitive Pressure: The increasing competition from other asset management providers puts pressure on FMAD's margins.
- Dependence on Fleet Financial Group: FMAD's reliance on its parent company for funding and resources creates a potential risk of limited autonomy and flexibility.
4. Recommendations
To address these challenges and achieve sustainable growth, FMAD should implement the following recommendations:
Expand Service Offerings: FMAD should diversify its service offerings by developing new products and services that cater to evolving client needs. This includes:
- Investment Management: Offering investment management services for clients seeking to invest in specific asset classes, such as real estate or infrastructure.
- Alternative Investments: Expanding into alternative investment strategies, such as private equity and hedge funds.
- Technology-Enabled Solutions: Implementing technology and analytics to enhance its asset management capabilities, improve efficiency, and provide clients with real-time data and insights.
Strategic Acquisitions: FMAD should pursue strategic acquisitions of complementary businesses that enhance its expertise and expand its market reach. This could involve:
- Acquiring Specialized Asset Management Firms: Expanding into new asset classes or geographic markets through acquisitions of specialized asset management firms.
- Merging with Technology Companies: Integrating fintech solutions into its operations to enhance its capabilities and provide clients with innovative services.
Strengthen Financial Strategy: FMAD should strengthen its financial strategy by:
- Optimizing Capital Structure: Reviewing its capital structure to ensure it aligns with its growth strategy and risk appetite. This may involve increasing debt financing to fund acquisitions or exploring equity financing options.
- Improving Cash Flow Management: Implementing robust cash flow management processes to optimize working capital and ensure sufficient liquidity for growth initiatives.
- Developing a Clear Dividend Policy: Establishing a clear dividend policy to attract investors and provide a return on their investment.
Enhance Risk Management: FMAD should enhance its risk management capabilities by:
- Implementing Comprehensive Risk Assessment: Conducting regular risk assessment to identify and mitigate potential risks associated with its operations and investments.
- Developing Robust Hedging Strategies: Implementing hedging strategies to mitigate market risks and protect its portfolio from adverse market movements.
5. Basis of Recommendations
These recommendations are based on the following considerations:
- Core Competencies and Consistency with Mission: Expanding service offerings and strategic acquisitions align with FMAD's core competencies in asset management, financial analysis, and risk management, and support its mission to provide comprehensive asset management solutions.
- External Customers and Internal Clients: The recommendations address the evolving needs of FMAD's clients and provide internal clients with new opportunities for growth and development.
- Competitors: The recommendations aim to differentiate FMAD from its competitors by offering specialized services, leveraging technology and analytics, and expanding into new markets.
- Attractiveness - Quantitative Measures: The recommendations are expected to increase FMAD's profitability and enhance shareholder value, as indicated by potential increases in return on investment (ROI), cash flow, and market share.
All assumptions, including the availability of suitable acquisition targets and the success of new product development, are explicitly stated and considered.
6. Conclusion
By implementing these recommendations, FMAD can position itself for sustainable growth and success in the competitive asset management industry. Expanding its service offerings, pursuing strategic acquisitions, strengthening its financial strategy, and enhancing its risk management capabilities will enable FMAD to capitalize on emerging opportunities, enhance its profitability, and create long-term value for its shareholders.
7. Discussion
Alternative options not selected include:
- Focusing solely on organic growth: While organic growth can be a viable strategy, it may be slower and less impactful than strategic acquisitions.
- Exiting the asset management business: This option would be detrimental to FMAD's shareholders and would not leverage the division's existing expertise and resources.
Key assumptions include the availability of suitable acquisition targets, the success of new product development, and the ability to attract and retain talented employees. These assumptions are considered reasonable based on current market conditions and FMAD's track record.
8. Next Steps
To implement these recommendations, FMAD should take the following steps:
- Develop a detailed strategic plan: outlining the specific goals, strategies, and timelines for implementing the recommendations.
- Conduct thorough due diligence: on potential acquisition targets to ensure they align with FMAD's strategic goals.
- Secure necessary funding: for acquisitions, new product development, and other initiatives.
- Build a strong team: of experienced professionals with expertise in asset management, financial analysis, risk management, and technology.
By taking these steps, FMAD can successfully execute its growth strategy and achieve its objectives.
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Case Description
Paul Kennedy, executive director of Fleet's Managed Asset Division, must decide whether to extend further credit to Polaroid Corp. in the fall of 2001. Polaroid's credit rating had been declining rapidly, but it was a major employer in the Boston area with many employees who were Fleet Bank customers.
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